VIRTUALHOW understanding of the marketplace and possess strong account management skills. ese training topics should be taught not only at an advanced level, but also placed in contextual situations where they must make decisions and solve problems. Departments should assess KAM knowledge and skill level and create leveled tracks for developing expertise. When asked what actions support KAM training and performance, respondents provided these insights: * Clearly define KAM roles and responsibilities and how they integrate with other field roles. FIGURE 2 ACTIONS TO CONSIDER TO SUPPORT KAM TRAINING & PERFORMANCE accommodate KAM behaviors. * Create curriculum with foundational skills consistent among KAM brands. * Identify career progression and how KAM role is positioned before or aer a training role and a DM or account executive role. * Incorporate additional topics in initial training to address key areas of need. Non-Pharma KAM * Enhance advanced curriculum to address rapidly changing marketplace. * Customize coaching report to FIGURE 3 50 While the role of KAM is new to pharma, non-pharma B2B companies have utilized KAMs for some time. ese companies select Key Accounts based on existing revenue/potential. During key account selection, a general practice is the 80/20 rule, where 80 percent of revenue comes from the top 20 percent of customers. A well-defined set of processes and procedures then provides ongoing service and support. Success comes from relationship building. Relationship building has been identified as the most important element of developing a key account. In B2B the KAM is the driving force. e account manager is at the center NON-PHARMA KAM KEY INSIGHTS & FINDINGS FOCUS | Summer 2017 | www.L-TEN.orghttp://www.L-TEN.org